Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
For ground parcel shippers, it's about to get more expensive to be long.
Within 30 days, any shipment moving on UPS Inc.'s or FedEx Corp.'s domestic ground networks will be charged a $10.50 "additional handling fee" if the longest side of the shipment exceeds 48 inches. Currently, the fee isn't imposed until the length of a parcel's longest side exceeds 60 inches. The long side's absolute maximum length is 108 inches.
At FedEx, the change takes effect June 1. At UPS, it kicks in June 6. The moves to shrink the maximum length that is subject to the surcharge follow policies that took effect Jan. 1 to hike the so-called additional handling fees to $10.50 from $9.
The most recent edict marks the seventh price increase of some type applied by UPS in the past 18 months, and the sixth imposed by FedEx, according to Thomas Andersen, vice president of LJM Consultants, a firm that audits FedEx and UPS invoices for clients and handles contract negotiations with the carriers. Andersen's comments appeared late last week in the industry trade magazine Parcel.
The two firms have a near-monopoly over the business-to-business ground parcel market and a very strong—though not nearly as dominant—position in business-to-consumer deliveries. They have moved in virtual lockstep during the past seven years in imposing rate increases, as well as new accessorial charges—or modifications to existing ones—for services rendered beyond basic pickup and delivery.
Both companies said the recent adjustments are needed to offset the costs of handling irregular-shaped shipments through their ground delivery networks. E-commerce has broadened the ordering bases for millions of companies, among them producers and retailers of large, outsized products that traditionally were sold in stores but can now be ordered online. A growing number cannot be processed through the firms' mechanized systems because they were designed and built to handle smaller, lighter shipments with routine dimensional characteristics. As a result, shipments with a specific combination of dimension, size, and weight require special handling and incur additional costs, the companies said.
Fred Smith, FedEx's founder, chairman, and CEO, told an industry conference last October that in visiting one of the company's ground hubs he was struck by the number of unconventional shipments that had been ordered online. Smith cited kayaks as a prototype of such consignments that were difficult, if not impossible, to run through FedEx's conveyance system. In general, the online availability of so many traditionally store-bought items such as mattresses and desks poses a handling challenge for parcel carriers.
It is unclear how many shipments will be affected by the changes. The types of products that could be exposed include skis, golf clubs, baseball bats, and other commodities that are dimensionally long but not very wide. In a separate e-mail, Andersen of LJM said most shippers will be impacted to some extent, but some in specific industries will be affected more than others. Businesses that designed packaging to comply with the 60-inch length threshold will now need to modify boxes to comply with the 48-inch requirement, he said. "We have several clients that have requested shipping data to help them identify products to eliminate, due to this change," Andersen said.
Jerry Hempstead, who runs a transport consultancy that bears his name, said the revenue from the changes would be relatively incremental. Still, the moves feed what Hempstead called an "addiction" on the carriers' part to satisfying the increasing demands from investors and analysts for new sources of growth.
A balky shipper may initially be able to negotiate prices, terms, and an effective date, Hempstead said. However, at some point the carriers "extract (the fees) from everyone, and laugh all the way to the bank," he said.
Hempstead expects that a year from now the carriers will shrink the applicable surcharge length to 36 inches from 48 inches. In what would be a more significant move, he predicted FedEx and UPS would reduce to 139 each firm's respective "volumetric divisor" used to calculate dimensional pricing on domestic air and ground shipments. Because shippers generally pay the higher of dimensional or actual weight prices, reducing the divisor would be tantamount to a decent-sized rate increase.
After a parcel's cube is calculated by multiplying length, width, and height, it is divided by the volumetric divisor to get the dimensional weight. Under the current divisor formula, a 1-cubic-foot box measuring 1,728 cubic inches would yield dimensional pricing equal to an 11-pound shipment. However, a shipment priced under a lower divisor of 139 would yield pricing equal to a package weighing 12.4 pounds.
The reduction to 139 would bring the domestic divisors in line with each firm's divisor used to price international shipments, Hempstead said.
Editor's Note: An earlier version reported that the changes apply to UPS' U.S.-Canadian ground shipments. It applies only to domestic U.S. shipments. We regret the error.
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.